As we approach the end of yet another selling year, we review pipeline items that show close dates in Q1 of next year and consider what actions could possibly be taken to make them close before 2025 reaches its end. It’s a logical exercise that, if successful, can deliver huge benefits in terms of revenue and year-end compensation. But going shopping in your pipeline, while very tempting, requires great care. For far too often the prize offered to customers to pull the Q4 trigger is a lowered price. Proceed with caution.
I have quoted Thomas Jefferson before and heralded his wisdom in saying “In matters of style, swim with the current. In matters of principle, stand like a rock”. As ways to entice customers to sign in Q4 are considered, I would reword the quote to “In matters of pricing, stand like a rock”. And proceed with caution, indeed.
Consider the consequences of cutting prices to win a pipeline deal. Truthfully, their bloody impacts often reverberate well into the future. For lowering prices clearly sets customer expectations. And these newly ingrained expectations can often be impossible to change. Because when products are devalued, they typically stay devalued. And in the scary world of “be careful what you wish for”, lowering your bid quite often delivers tepid wins that saddle your organization with nasty contracts that are financially unmanageable. The operational impacts of a deal with embarrassing margins can be crippling in both the short and long-term. And it’s not unheard of that news of your lowered prices finds its way to other customers and prospects who will no doubt expect the same. After all, people do talk.
Given the grave and cautionary tale of cutting prices, what are some other more reasonable actions you can take to increase your chances of moving wins from 2026 to 2025 without giving away the store? Reach for that creativity hat and think. What about alternative payment terms or financing options to sweeten the pot? How about bundling other products/services with your primary offering as an attraction? What about co-bidding with a partner to create extra and perhaps unique benefits? Or adding consulting services to a product proposal to deliver extended value?
Interestingly enough, while these alternative ideas would clearly create additional expense for your firm, their presence can help lock down a victory now, block out the competition and allow you more time in Q1 to work the deals that couldn’t be moved. And the alternative options that deliver other products and services from your portfolio will hopefully satisfy the client, teeing up future purchases. In reality, though, it may not be possible to move some deals from Q1 to Q4. Truth is, it’s a heavy lift at a time of the year when customers’ attention is scarce and focused on end-of-year activities. But if you do get an audience for discussion, even if you’re not successful in getting the early close, your customer will have gained a keen appreciation for how much you want their business. In that, it’s a worthwhile endeavor on many levels.
Reviewing pipeline deals with Q1 2026 close dates to see if any can be closed in Q4 2025 is well worth the effort. But take off your “win at all costs” blinders and don’t summarily consider that lowering your price is the proper enticement for customers. The cutting your price hammer is not the only tool in your shed. Be smart, be creative and do the right thing. For you, your customers and your organization as well.
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